Effects of high performance work practices on job performance in project-based organizations

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dc.contributor.authorWickramasinghe, V
dc.contributor.authorLiyanage, S
dc.date.accessioned2023-02-21T08:56:23Z
dc.date.available2023-02-21T08:56:23Z
dc.date.issued2013
dc.description.abstractThis article investigates high performance work practices used in project-based globally distributed software development firms in Sri Lanka and their effects on job performance. A random sample of 220 employees engaged full-time in globally distributed software development firms in Sri Lanka responded. For the data analysis, descriptive statistics, factor analysis, correlation analysis, and multiple regression analysis were used. Three main high performance work practices were identified by the analysis, namely, performance evaluation, learning and development, and involvement in decision making. These three practices significantly and positively predict job performance of employees attached to project-based globally distributed software development firms.en_US
dc.identifier.citationWickramasinghe, V., & Liyanage, S. (2013). Effects of High Performance Work Practices on Job Performance in Project-Based Organizations. Project Management Journal, 44(3), 64–77. https://doi.org/10.1002/pmj.21342en_US
dc.identifier.databaseSAGEen_US
dc.identifier.doihttps://doi.org/10.1002/pmj.21342en_US
dc.identifier.issn8756-9728en_US
dc.identifier.issue3en_US
dc.identifier.journalProject Management Journalen_US
dc.identifier.pgnos64-77en_US
dc.identifier.urihttp://dl.lib.uom.lk/handle/123/20586
dc.identifier.volume44en_US
dc.identifier.year2013en_US
dc.language.isoenen_US
dc.publisherSAGE Publications Incen_US
dc.subjectglobally distributed software developmenten_US
dc.subjecthigh performance work practicesen_US
dc.subjecthuman resource managementen_US
dc.subjectprojectbased organizationsen_US
dc.titleEffects of high performance work practices on job performance in project-based organizationsen_US
dc.typeArticle-Full-texten_US

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